1. sports

The Irish Sports Council
Statement of Strategy
2012-2014
The Irish Sports Council plans, leads and co-ordinates
the sustainable development of competitive and
recreational sport in Ireland.
The Irish Sports Council
Statement of Strategy
Und
der Sectio
on 25 of the Irish Sports Co
ouncil Act, 199
99 the Coun
ncil is required to
prep
pare a th
hree-year strattegy stateme
ent for the pe
eriod 2012- 2014 for presen
ntation to
o
urism & Sport by December 21, 20
011.
the Ministerr for Transportt, Tou
The Board of the Irish Sports Council has considered
the main strategic issues facing it in that period. It is
satisfied with the parameters of the current strategy
and the business plans of each operational unit. The
Council wishes to prioritise the following key areas of the
Council's activities during the next strategy period:
As a policy item, sport is now more important than
ever, both nationally and internationally, on the basis
of its economic impact, creation of social capital and
contribution to the population.
Ad
dvan
ncing th
he Partticipation Strrategy
Advvancing th
he Particcipation Strategyy
Pa
articipa
ation in Spo
ort & Physical Activitty
Devveloping the capacity of the Nation
nal
Govverning Bodyy secto
or
Sport has a significant role to play in raising the
levels of physical activity within the population and,
in turn, makes a major contribution to the health of
the population. The promotion of sport is therefore
paramount.
Susttaining th
he High Performa
ance Sysstem
Clearly the Irish Sports Council will be operating in a
different public resource environment during this time.
The Council will need to plan for reductions in finance
rather than, as in the past, seeking additional resources
from Government. The Council's preference would
be that all expenditure on the promotion of sport /
physical activity/health would be coordinated within
the Department of Transport, Tourism & Sport. In
addition there is the added imperative of maximizing
the interface between sporting events, tourism and the
respective business & employment potential.
In the current economic climate, difficult investment
decisions will have to be made. The Council will continue
to support those organisations that are delivering
the best returns on public investment. It will seek to
incentivise those sports bodies that show innovation
in adapting to the changed circumstances. The Council
understands that it is important that the basis of any
such decision is clearly understood and is transparent.
Notwithstanding the difficult economic circumstances,
this strategy will be framed in the knowledge that sport
in Ireland has made enormous improvements in recent
years. This is evident through huge levels of sport and
physical leisure activities recorded in every community
in the country and numerous world-class performances
across many sports.
PAGE 2
ISC Statement of Strategy 2012-2014
Increasing rates of participation in sport and physical
activity requires multi-sectoral efforts involving agencies
from education, transport, environment, health and
sporting bodies' at national and local level and across
private and voluntary groups. The Council, since its
establishment, has been active in generating support
from all these sectors both directly and through the
agency of its national networks of Sports Partnerships.
Within sport the Council works with 65 National
Governing Bodies of Sport, Coaching Ireland, Sport
Northern Ireland and other agencies on the participation
agenda. The work of the National Governing Bodies of
Sport is vitally important in improving and sustaining
participation at a multiplicity of levels.
The Council is committed to ongoing efforts to build a
national collective effort, within and beyond sport, aimed
at increasing participation in physical activity. That said,
the focus of operations will be on those interventions
over which the Council, as a small agency with resource
constraints, has direct control and influence.
Na
ationa
al Network
rk of Loca
al Sports Partn
nerrships
The Council developed the Local Sports Partnerships
(LSPs) to address specific gaps in the sports sector.
The LSPs mandate is to create a sustainable structure
for all Irish people to become involved in sport at
a level of their choosing, regardless of their ability,
gender or background. The national network of LSPs
was established to reflect current local government
structures. The collaborative relationships with County
and City Councils are vital in advancing the participation
agenda in local communities. The network of LSPs will
reflect whatever new local government structures are
put in place.
Wo
omen in Sport
86.3% of respondents
recognised the
importance of ISC
relationship as
excellent/very good
In 2010, the Council commissioned an independent
review of the programme and the findings of the
report were both positive and encouraging. The review
concluded that the Council's Women in Sport initiative
had led to an increase in participation by this group and
had also led to an increase in the profile of women's sport
within the National Governing Bodies (NGBs) themselves.
The review highlighted successful programmes that had
emerged when NGBs and LSPs linked together to promote
the initiative, for example the Fit 4 Life running leagues.
This model has been identified as one which is extremely
effective in increasing female participation and on a
highly cost efficient basis.
The LSP network delivers a wide range of programmes,
including coaching education and training for a host
of target groups including people with a disability,
women and girls, older people, those experiencing social
exclusion, the unemployed and those in designated
disadvantaged communities. They offer, on a very cost
effective basis, services that had not previously been
provided on such a comprehensive basis and would not
be undertaken by other agencies or organisations due
primarily to resource constraints.
The network as a whole generates 50% of its own
operational funding. In 2010, over 139,000 people
contacted LSPs looking for information on getting
involved in sport and physical activity in their local area.
Over 135,000 individuals took part in projects organised
locally by LSPs.
The Council is committed to the national network of Local
Sports Partnerships. Although a relatively recent addition
to the sports infrastructure, in the 9 years of operation
all the evidence produced to date demonstrates that
the LSPs have become a singular success. It is a strategic
priority of the Council to ensure the LSP network is
sustained and continues to thrive and expand the range
of sport & recreational activities made available in their
local communities.
The Council will prepare a general guide on policy and
programme priorities for the Local Sports Partnerships
which will include assistance on existing programmes
such as the Sports Inclusion Disability programme,
direction on new initiatives such as Link2BActive and
advice with mass participation events, such as An Post
Cycle Series, which have proven so successful in many
areas. In any guide that is developed the Council will
continue to follow the principle that the LSPs understand
best what is required in their local areas. On this basis
they can generate the best results and greatest impact
from the available resources. The Council's role is to
advise, assist and monitor progression.
Many studies have shown that women and girls are
considerably less likely to be involved in sport and
physical activity than boys and men. In 2005, the Council
launched the "Women in Sport" initiative to address
the issue. The initiative linked closely with the overall
Council objective of increasing participation, and used
the existing delivery mechanisms, namely the National
Governing Bodies of Sport and LSPs.
However, the report made some recommendations that
will impact on the future shape of the programme and,
in particular, the level of funding that will be made
available. The Council will make changes to the Women in
Sport programme which will be based on the findings of
the review.
Some of the key findings of the report include the
following:
Use
e is made of mass participa
ation evvents (i.e. mini
marrathons) to raise the profille and
d actuality of
wom
men's parrticcipatio
on.
Parttnership is a partiicular fea
ature of successfu
ul,
LSP led, local wo
ork. Agencies such as health se
ervice
executives (H
HSE
Es) and
d vocatio
onal ed
ducational
com
mmittees (VE
ECs) have contrribute
ed to initiatting,
exte
ending an
nd susta
aining pro
ojects..
Few
w NGBs ha
ave reallyy invested
d in marrketing
proccesses. So
ome branded sch
hemess (e
e.g. fit 4 life) do
havve potentiial to pro
ovide a ba
ackbon
ne for succe
essful
cam
mpaigns.
Na
ationa
al Trails Offficce / Re
ecreation
nal Tra
ailss Program
mme
Walking and cycling are two of the largest participation
sports undertaken by Irish residents. The Irish Sports
Council, through its operational unit the National Trails
Office, seeks to increase participation rates in these
sports and operates a specific programme to support the
development and maintenance of walking, cycling and
other recreational trails in Ireland.
This programme is national in focus, promotes standards
for all trails in the State, maintaining a national trails
database, providing technical advice and support on new
ISC Statement of Strategy 2012-2014
PAGE 3
trail development projects and coordinates development
activities between a number of agencies in the State
Wo
omen in Sport
The programme increases participation in sport
and physical activity through the development and
promotion of walking, cycling and other outdoor
recreation activities and amenities to all Irish residents.
There is a good case for redirecting resources on certain
types of programmes. The Council proposes that fewer
organisations will receive direct funding. Partnerships
between sporting organisations and the joint delivery of
programmes will be encouraged.
In addition, it contributes to sustainable travel &
transport, tourism and rural development.
Na
ationa
al Trails Officce
The Council recognises the contribution of the National
Trails Office in all of those areas and will make it a
priority to promote the Outdoor Recreation agenda in
cooperation with some of our key partners such as Coillte,
Failte Ireland and Waterways Ireland.
The Council recognises that the full potential of outdoor
recreation and the need of existing sport/recreational
facilities has yet to be fulfilled. It is committed to the
implementation of its trails strategy which will make a
major contribution to outdoor recreation, participation
in physical activity and tourism.
94.6% of respondents
classified the
importance of the
ISC role as vital/very
important
Th
he Co
ouncil'ss Fiive Prioritie
es in
n Particip
pation
n
One of the founding aims of the Council was to
strengthen the governing body sector and ensure the
bodies were fit for purpose. Initially this involved a three
stranded approach; funding, governance and services.
On funding, the Council increased investment in sport,
put in place funding criteria and developed recognition
criteria.
In governance, the Council supported strategic planning
through a programme within all governing bodies,
introduced guidelines for better financial management
of sports and supported the employment of professional
staff.
The third element of the process of development was the
provision of specific services. The Council introduced:
De
evelo
oping the
e cap
pacity of the Nation
nal
Go
overn
ning Se
ecttor
The
e Code of Eth
hics an
nd Good Practice for Child
dren's
Spo
ort,
Na
ationa
al Governiing
g Bodies of Spo
ort (NG
GBs)
The
e Irish Spo
ort Anti-D
Doping Program
mme,
Sport in Ireland has undergone significant
transformation since 1999. The Irish Sports Council has
been involved in much of that positive change. The driver
of that change has been reform and development of
sports bodies. This has been underpinned by substantial
investment, much of it from the state sector. The Council's
approach is based on its belief that good governance in
sports bodies is essential in order to:
High Perform
man
nce Prrogramm
mes.
In the next phase the Council has moved on to provide
more resources and support in the area of governance,
including;
Inte
ernal Aud
dit; a prog
gramme of dettaiiled auditting of
sports bodies
Pa
articipa
ation Stra
ategy
The Council is committed to the targets set in the
previous three-year strategy, specifically the 45% of the
adult population participating in sport by 2020.
This will require a national collective effort aimed
at increasing participation in sport. The Council will
continue to work with all parties to reach those long term
targets.
Op
peratio
onal Plan
n
The Council is a small agency with resource constraints
and it must concentrate on the aspects of its work which
can have the most positive impact. Funding is directly
linked to the success of programmes and strategies. The
Council will be measured against the effectiveness of
its own programmes which contribute to overall levels
of participation. As in previous strategies, the Council is
committed to robust measurement that contributes to
evidence-based decision making for the programmes it
supports.
Loccal Sports Partn
nerrshipss
The Council is committed to the concept of the national
network of Local Sports Partnerships. It will continue to
provide resources and direction to the Partnerships in
achieving their goals. It is an absolute strategic priority to
ensure the network is sustained and continues to thrive.
PAGE 4
ISC Statement of Strategy 2012-2014
Ensure that the
e signiificant investm
men
nt of statte fund
ds
is meeting ta
argeted objective
es
Boa
ard Trainin
ng; a pro
ogramme
e aime
ed at suppo
orting
mem
mbers an
nd im
mproving gove
ernan
nce
e
Assiist in the con
ntinuing devellopme
ent of sportts
orga
anisation
n in line with bestt practticce;
NGB
B Supportt Kiit; a prractical resourrce
e which
sup
pports devvelo
opment in ten specificc areas, na
amely;
Govvernance, Organissational Structu
ures, Huma
an
Reso
ources, Vo
olun
nteers. Strateg
gic Pla
ann
ning, Fina
ancial
Guidelines, Projject Managem
ment, Com
mmunica
ation,
Mem
mbership
p De
evelop
pment, & Spon
nso
orship.
The Council's corporate practice has always placed the
National Governing Bodies at the centre of its work.
Through this way of working the Council makes a strong
statement of its long term strategic direction. The Council
is of the view that sport in Ireland can only thrive with
a diverse and strong community of governing bodies
working with the Council and their membership in
support of one another.
It should be acknowledged that not all NGBs are at the
same stage of development. They are a diverse group
in size, function and ability; addressing the needs of
these bodies requires solutions which are tailored
for each sport appropriately. Crucially the NGBs are
independent entities which, ultimately, choose their own
way of operating but within appropriate legal, fiscal and
corporate obligations.
Go
overna
ance: A re
evie
ew of the curre
ent sittua
ation as it
rellates to the Irissh Sportss Council
Many NGBs have made a lot of progress in recent years
and provide excellent models of good governance and
operational effectiveness. Some NGBs required more
support than others; the Council is available to provide
support where it is identified and most needed.
Isssues an
nd Dispu
utes
Disputes, or other matters of concern, arise within sports
bodies which sometimes require the attention of the Irish
Sports Council. When an issue arises in an NGB, which
may involve a dispute within Council itself, a set formula
of actions is followed, which can include:
Inte
ernal audit;
Liaison proce
ess;;
The Irish Sports Council operates under the Code of
Practice for the Governance of State Bodies. The issue
of governance within sport has been important to the
Council since its establishment under statute in 1999.
Inde
ependentt Transitiion Mana
ageme
ent;
Witthdraw orr Withho
old Fundin
ng.
Furthermore, the Council supports an independent
dispute resolution mechanism, Just Sport Ireland (JSI),
which is facilitated and administered by the Federation
of Irish Sport. The Council supports and part-funds JSI,
and acknowledges that it is an important addition to the
infrastructure of Irish sport. The Federation is working
to ensure sports organisations incorporate JSI into their
rules where appropriate and this initiative is endorsed
by the Council. At the same time the Council recognises
that some major NGBs have their own well established
dispute procedures.
90.4% of respondents
classified the relevance
of the ISC as vital/very
important
Th
he Co
ouncil'ss Fiive Prioritie
es fo
or Nation
nal
Go
overn
ning Bo
odies
Go
overna
ance
The Council will continue to provide a range of supports
and services to sports bodies. It will further develop
resources currently available and make a priority of the
use of these resources.
Are
eas Re
equiring Attentio
on
The Council has identified a number of areas that will
receive further attention;
Boa
ard Trainin
ng,
Marrketing & Brrandin
ng,
Volu
unteer Su
upp
port
Org
ganisation
n Ca
apabiility Build
ding (H
Human Ressourcess
Policy & Pracctice-Stafff Handbook Devvelopmen
nt/
Perfformance
e Management Syystem
ms Developm
ment/
Lead
dership, Man
nagem
ment & Busine
esss Skills
Devvelopmen
nt, Mento
oring Prog
gramm
me).
Pa
articipa
ation
The Council recognises the essential role the NGBs play
in providing sport to large numbers of people. Their
continued provision of quality sports opportunities are
central to the reaching of the Council s participation
targets. Two issues have been raised that are relevant;
The
e measure
eme
ent off particip
pation nu
umbers needs
to take into acco
ount the high level an
nd sustain
ned
eng
gagementt off typiccal active NGB members.
Greater levells of coorrdination
n and collaboratio
on
are required bettween
n the two
o main
n delivery
ISC Statement of Strategy 2012-2014
PAGE 5
mecchanismss for increased pa
articip
pattion; namely the
e
NGB
BS and LS
SPs.
De
evelo
oping the
e Hig
gh Perfo
orma
ance System
Iriish Sports Cou
uncill: Addittiona
al Policy
Sttatem
ments
Hig
gh Perrformancce/Institu
ute of Sport
Disspute Resolutio
on
The Council will work with the Federation of Irish Sport
to further develop Just Sport Ireland as the preferred
approach to dispute resolution. This will require the
support of the entire NGB sector.
The Council recommends that all sporting bodies utilize
the state dispute resolution agencies, but it will also
establish a panel of MII Certified Workplace Mediators
for recommended use by NGBs in the area of internal
employment disputes within NGBs.
An
nti-Dop
ping
The high performance system, as delivered by the
High Performance Unit and the Institute of Sport,
is demonstrating a real return in investment. It is
demonstrating the value of consistent investment over
the long term.
Between 2009 and 2011, 102 podium places were achieved
in Council supported programmes in international
championships. This improved on the 70 podium places
achieved over the four years of the Beijing cycle (2005 to
2008). The system is under constant review and operates
in a highly competitive international environment.
Fu
unding
g
The Council will clarify Terms & Conditions of funding.
For example, it will formally state circumstances which
may merit suspension or withdrawal of funding, which
may include:
Cod
de of Ethiccs/C
Child Protectio
on bre
eacch
Anti-Doping vio
olation
n by NGB
B rathe
er than an athlete
e
In addition to the support programmes for Olympic and
Paralympic sports the Council invests in the successful
high performance programmes of Cricket Ireland, the
Golfing Union of Ireland and the Irish Ladies Golf Union.
In broad terms, the Council intends to maintain
investment at the same proportion of overall budget as
currently provided. It also intends to maintain the system
as it has evolved and believes it can deliver sustainable
success for Ireland.
Fina
ancial irre
egu
ularityy
Brea
ach of Comp
paniess legislatiion
Failu
ure to im
mple
ementt the reco
omme
end
dations of
Inte
ernal Aud
dit
Inte
ernal disp
pute
es wh
hich the Counciil believe arre
inju
urious to the
e NGB and its future
e fu
unding
Sports bodies should take note of the specific
requirements on funding set out in the Programme for
Government.
Disscretio
onary Fun
ndiing
The Council will retain a portion of its total funding
each year. This money will be used to support and
incentivize those sports which demonstrate best-practice
governance, innovation in programmes and excellence in
operations.
There will be an emphasis on innovative thinking and
encouraging a multi-sport approach to programmes.
The creation of sustainable jobs in the sports sector is a
priority. The Council will, where appropriate, encourage
sporting bodies to contribute to the tourism agenda of
the country by promoting international events.
65.7% of respondents
engage with the ISC on
a weekly/monthly basis
PAGE 6
ISC Statement of Strategy 2012-2014
The system that is delivering these improved results has
the following components;
Each
h priorityy Na
ationa
al Govern
ning Bod
dy has a
ded
dicated high perfo
ormance functiion
n which is led byy
a Pe
erformance Directtor.
The
e Council'ss Hiigh Pe
erforman
nce Un
nitt providess
sup
pport to th
he sport.. Funding
g is in tw
wo major blocks;;
Perfformance
e Pla
annin
ng & Internatio
onal Carding
Scheme.
The
e Institute
e off Sportt provide
es servvices to the sport
and
d athletess.
The
ere is an all-issland
d dimension wiith
h high levels of
collaboration
n with Sp
port NI an
nd SIN
NI.
There is a legal and strategic imperative in maintaining
the world class Irish Sport Anti-Doping Programme. It is
recognized internationally as an outstanding Programme
and, crucially, it enjoys unanimous support within Irish
sport. The Council is proud of the achievements of the
Anti-Doping Programme, especially the achievement
of high standards with a reduced budget in recent
years. It will continue to innovate, such as the recently
developed app, particularly in the areas of education and
communication.
A High Performance Committtee provvides strattegic
overview of thiss syste
em.
This collaborative approach has evolved over the past
decade based on the recognition by all agencies of the
role and functions of the others.
The Irish Sports Council will require all sports to be
signed up to a dispute resolution mechanism. It aims to
complete this process within this strategic period (i.e. by
end 2014). Some sports already have such a mechanism
in place.
The Council has identified a course of action to assist
sports in this area and has set out the key points earlier
in this document. The Council will work with the
Federation of Irish Sport to further develop Just Sport
Ireland as the preferred approach to dispute resolution.
This will require the support of the NGB sector.
Co
ode of Governan
nce
e
The Council will protect its standing as a world class
operation by maintaining investment in the programme.
Inv
vestment in Pro
ogrramm
mes
In the Value for Money and Policy Review 2000-2006 the
(then) Department of Arts, Sport & Tourism noted that
the Council invested 94% of its total costs in Programmes.
In the period since the Council has continued to maintain
a low cost base and to ensure that the vast majority of
the money it receives from Government (94%) is passed
on to the sporting bodies in grants and programmes.
The Council is committed to maintaining a high level of
operational efficiency and will ensure State investment
will continue to reach sports organisations in the most
direct and effective manner.
Research
h
The Research Programme of the Irish Sports Council has
produced a series of reports that have developed our
understanding of sport in Ireland and the contribution
its makes to the economic and cultural life of the country.
The Research Programme contributes to the robust
measurement of investment. The Council will continue to
invest in quality research that will assist the development
of the sports sector in Ireland.
Mu
ulti-An
nnual Fun
ndiing
The
ere are Op
pera
ationa
al Agreem
ments an
nd functioning
worrking grou
upss with
h the Olym
mpic Council of Irreland
and
d Paralympiccs Irela
and.
Disspute Resolutio
on Servicce
The Council advocates a system of multi-annual funding
which would allow it and the NGBs to plan and develop
their expenditure programmes over a three year period.
Certainty of investment in the medium term would aid
good planning and budgetary discipline. However, we
realise that the economic climate will dictate when this
worthy goal may be achievable.
Co
omm
mitments to Governm
ment
The Irish Sports Council is mindful of the Programme
for Government which states: "All State funding will
be subject to the beneficiaries signing up to a dispute
resolution service, a code of governance and a new
mandatory code of conduct regarding child protection in
sport".
The Irish Sports Council recognises the central
importance of corporate governance in funded bodies.
The recognition and funding application procedures
require all sports bodies to meet a certain standard of
governance. These include requirements around financial
procedures, tax compliance, Constitution (Memos &
Articles), statements of strategy and compliance with
anti-doping and Code of Ethics standards.
The recognition and funding criteria are, in effect, a Code
of Governance. The Council will continue to collaborate
with the sports community to enhance governance in
the sector. It has identified further work in the area
of governance as a strategic priority for the next three
years. Those bodies which are not fully compliant will
find it difficult to access state funding. In addition
they will struggle to keep pace with the development
of other sports operating to best practice standards of
governance.
Co
ode of Conduct Reg
gardin
ng Child Prote
ectiion in Sport
The Irish Sports Council ensures a child centred approach
to sport through the implementation of the Code of
Ethics and Good Practice for Children's Sport. The Code
is fully compliant with Children First. NGBs are already
signed up to and have amended their Constitutions to
reflect this. The Council will work with the Department
of Children and other appropriate authorities in
implementing any new statutory codes which are
proposed around child protection. In addition the Irish
Sports Council is committed to supporting a number
of the Government's specific priorities. The Irish Sports
Council will support the Government in its stated
priorities in the sports sector over the next three years.
Sp
port ass a school sub
bject
The Irish Sports Council supports the concept of sport &
physical activity becoming a formal school subject. It will
support the Department of Transport, Tourism and Sport
as it advances proposals to give greater status to sport
within the education system.
ISC Statement of Strategy 2012-2014
PAGE 7
Me
erger with NSC
CDA
A and move to Abbottsttown
The Irish Sports Council welcomes the proposal from
Government to merge the National Sports Campus
Development Authority with the Council. The process
of subsuming Coaching Ireland within the Council is
underway. The rationalisation of sports agencies is
designed to contribute to the Government's goal of
increasing efficiencies while maintaining services.
The Irish Sports Council will operate from the National
Sports Campus when works at Abbotstown House are
completed. The Council has consistently supported the
development of the Campus, believes it will make a major
contribution to Irish sport and looks forward to being
based there alongside many other national sports bodies.
The Gath
hering
97.2% of respondents
recognised the
importance of ISC
funding as vital/very
important
Ap
ppen
ndix A
Rev
view of Objectiives 2009 to 2011
1. Participation targets must be set in the medium to long
term. The key target figure is to increase the percentage
of the adult population participating in sport from 33%
to 45% by 2020. It will be measured by the Irish Sports
Monitor, commencing in 2007, and will use 20 minutes of
sport a week by people over 16 years as the standard.
From the Irish Sports Monitor (ISM) we know that the
participation rate among adults increased marginally
from 32.9% in 2007 to 33.5% in 2009 having dipped
in 2008 to 30.6% primarily due to recessionary forces.
Provisional reports from the 2010 ISM indicates an
increase in participation. The Council has not yet
published the final figures.
4. The Council will lead and support Sports Partnerships
and measure their activities and outputs through the
SPEAK Report. There are specific targets set with regard
to Information and Resources, Club Development Work,
Education and Training, Delivery of Local Projects, Linked
Initiatives and Local Networking.
The SPEAK Report has been prepared and published for
2009 & 2010. The 2010 Report showed a year on year
improvement in each of the key metrics. Some highlights
from SPEAK 2010 include
The network as a whole generates 50% of its own
operational funding. In 2009 it generated 52% of funding
from sources other than the Council, in 2010 that
increased to 54.1%.
In 2009 118,000 people contacted LSPs looking for
information on getting involved in sport. This increased
to 139,000 in 2010.
The tourism authorities are planning a major initiative in
2013 entitled "The Gathering". The Irish Sports Council will
work with our colleagues to ensure that the community
of sport plays its part in this important tourism venture.
Every year a number of high profile national and
international sports events are hosted in Ireland and each
one of these will make a significant contribution to "The
Gathering" in 2013. In co-operation with Tourism Ireland,
a plan will be prepared to maximise the role of sport in
that initiative.
2. The second target for adults is to reduce the numbers
who are sedentary from 18% to 13% by 2020. This target
can only be reached through a multi-agency approach
to physical activity, in particular targeting low activity
groups.
The baseline figure of 18.2% in 2007 was reduced to
15.5% in 2009 primarily due to increased participation in
recreational walking and sporting activity. As above, the
figure from the unpublished 2010 ISM is lower again
5. The Council will work on the development of governing
bodies of sport so that they have the capacity to deliver
key strategic objectives. 15 governing bodies to be
targeted for a governance enhancement programme.
Co
onclu
usion
3. Appropriate targets to increase participation in
children's sport and physical activity will be set based
on current research work being undertaken in this area.
These targets will be published during 2009.
The Council has undertaken a governance programme
with 15 sports by providing bespoke board training to the
governing body. The process is complete with 14 sports
and is due to be completed in the first quarter of 2012.
The Children's Sport Participation and Physical Activity
(CSPPA) Study was finalised in 2010. The report includes
a series of recommendations on setting physical activity
targets for PE, extra-curricular sport and extra-school
sport, active travel and sedentary behaviour for the
period up to 2020. The report is clear that the onus
is on a variety of Government Departments to take
responsibility for delivering on these targets.
The internal audit programme of the Council is an
essential tool in identifying and addressing issues,
including governance issues, within NGBs. Over the
period 8 governing bodies were subject to internal audit.
This strategy covers the main strategic issues identified
by the Irish Sports Council. There is a clear statement that
the Participation Strategy, NGB Development and High
Performance are its developmental priorities.
An earlier draft of this paper was circulated to LSPs and
NGBs for views on its contents. An accompanying survey
was completed by 70% of stakeholders, a very high level
of response. In addition many more detailed responses
were provided. The surveys responses and views
expressed have informed this new draft and the process
of formulating of a final statement of strategy for 2012 to
2014.
The implementation of that strategy will depend on the
resources made available to the Council.
On
n beha
alf of the Irish
h Spo
orts Council
Kieran Mulvey, Chairman
John Treacy, Chief Executive
PAGE 8
ISC Statement of Strategy 2012-2014
The CSPPA report contains a number of targets around
sport and physical activity for primary and post-primary
school children. The most relevant measure for the
Council is the extra-school (effectively club sport)
targets. For primary children the aim is to increase the
percentage of children taking part at least once a week in
extra-school sport from 83% to 85% by 2015 and to reduce
the number of children who never take part from 11% to
10% over the same time period. For post primary children
the equivalent figures are to increase 'regular players'
from 64% to 70% by 2015 and to reduce non-players from
34% to 20% by 2020.
There is evidence that participation in extra-curricular
and extra-school sport increased among primary school
children between 2004 and 2009, and that participation
levels were maintained in post-primary schools across
these domains during the same period (by comparing the
CSPPA with a comparable ESRI study).
In 2009 112,000 individuals took part in projects
organised locally by LSPs. This increased to 135,000 in
2010.
Other governance supports provided to NGBs included
a 'Support Kit' which provides guides, resource and
templates to assist in the running of organisations. This
was made available to all sports. A series of governance
seminars were held on key topic. They were open to
all NGBs and were well attended (more than 50%
attendance).
6. In high performance sport the Council agrees annual
targets with the focus high performance sports. From
2009 these targets will be published each year for all
international championships grades. Governing bodies
will draw up performance plans and will be accountable
for the delivery of the plans.
In each Performance Plan there are targets set annually.
Overall in the 3 years of the strategy 101 podium places
were achieved in international championships in high
performance programmes supported by the Council.
In 2009 11 medals were won, in 2010 31 medals were
won and in 2011 59 medals were won. This is in addition
to significant achievements in golf and cricket. This
compares with 37 over the previous three year strategic
period (2006 to 2008).
ISC Statement of Strategy 2012-2014
PAGE 9
7. Olympic and Paralympic performance is one measure
of achievement in the area of elite sport with the London
2012 Games due to take place after this strategy period.
The targets set in the Athens Review were for sustainable
achievement in the long term with 9 finalists in the
Olympics and 15 finalists in the Paralympics with 33%
converting into medals. That target was reached in
Beijing which may allow the Council set a higher target
for London as the cycle progresses.
The Irish Sports Council believes that the targets set in
the Athens Review are appropriate for the medium term.
Notwithstanding the encouraging progress of recent
years the 2012 performance plans for the Olympic and
Paralympic sports indicate that target is reasonable for
the London 2012 Olympic and Paralympic Games.
8. The Anti-Doping Unit will ensure the number of antidoping tests remain in line with international averages.
The Unit will ensure that standards are in line with
international best practice and the Council aims to be
recognized as fully Code compliant with WADA. It will
seek to be recognized as proficient under all headings
of the ANADO Quality Development and Recognition
Programme.
The
e number of tests remained in line
e with
inte
ernationa
al avverages.
mass events on sustainable participation. The Council
produced a series of quality research publications during
the strategic period.
Ap
ppen
ndix B
The Council will continue to increase awareness of its
work, especially in association with programmes, events
and organisations that the Council supports.
The Irish Sports Council believes that the stated
objectives for the period 2009 to 2011 were met. There is
data to support that assessment as well as the expressed
view of the wider sports community.
The Council works continually on increasing awareness
of its own work and of the importance of value of sport
and physical activity to individuals and communities.
This work includes programme with sports bodies, with
traditional media, marketing programmes, highlighting
supported events and new media such as web based
communications.
The National Trails Office, in conjunction with the
Council's Research Unit, will monitor awareness and
usage level on Irish trails to assess their contribution to
participation in outdoor activity Walking is captured in
the research on the Irish Sports Monitor.
The Council will continue to build key relationships based
on partnership and in line with the strategic direction of
all involved. It will establish service level agreements with
key stakeholders to build and maintain key relationships.
In Novemberr 20
011 WA
ADA published
d its first
com
mpliance report - Ireland was deem
med to be
e
com
mpliant with this report.
The feedback received from stakeholders during the
development of this strategy demonstrates that there
is a strong level of stakeholder satisfaction. 39 of 43
respondents stated that their relationship with the Irish
Sports Council was either excellent (24) or very good (15).
Irela
and was also
o deem
med com
mpliant with the
UNE
ESCO Antti-D
Doping
g Convention, during Novvember
20111.
The Council will maintain the high level of compliance,
which is expected of all state agencies regarding financial
procedures, personnel and customer service.
Witth the win
ndin
ng up
p of ANAD
DO du
urin
ng 2011 th
he
Qua
ality Deve
elop
pment and Reccognittio
on Program
mme
wass not esta
ablisshed.
The Council complies with all appropriate financial
procedures, reporting arrangement, responding to
queries, Freedom of Information, accessibility, Official
Languages Act, Data Protection and all other obligations
as a state agency.
The Council will report annually on progress against
these performance indicators.
The Council publishes reports annually on Anti-Doping,
Local Sports Partnerships (SPEAK), participation (Irish
Sports Monitor) and the high performance results are
readily available via the Council or National Governing
Bodies.
As part of the development of this strategy the Council
undertook a stakeholder survey to understand the views
of the sports community on the work of the Council.
Some key results included;
107 organisa
ation
ns we
ere asked
d for a re
esponse, 77
resp
ponded.
There are a number of other areas of activity that the
Council will continue to monitor outcomes. The nature
of the activities means that the measures are more
qualitative that quantitative.
93%
% said the
e Co
ouncill was vita
al or ve
eryy importa
ant
to Irrish Sportt an
nd 90% said it was vital or veryy
imp
portant to
o th
heir orrganisation.
The Council will continue to produce quality research
each year.
97%
% said Cou
unccil fun
nding was vitall or very imp
portan
nt
to th
heir orga
anissation
n
Over the strategy period the Council produced 18
reports around participation in sport among adults
and children, the economic value of sport, volunteers in
sport, sports participation among older people, sports
participation in various regions (9 reports covering 18 LSP
areas), the women's mini marathon and the influence of
86%
% said the
ey enjoye
ed an exccellentt or very goo
od
rela
ationship witth the
e Council
PAGE 10
ISC Statement of Strategy 2012-2014
93%
% believed
d th
hat the Council achie
eved its objjectivess
over the pastt th
hree years
Ob
bjectiv
ves 2012 to
o 20
014
7. The targets set in the Athens Review were for
sustainable achievement by athletes and NGBs in the
long term, with 9 finalists in the Olympics and 15 finalists
in the Paralympics, with 33% converting into medals.
The Irish Sports Council believes that those targets are
appropriate for the London 2012 Olympic and Paralympic
Games.
Furthermore it believes that the set of measures are valid
and present a template for the next strategic period.
8. The Anti-Doping Unit will ensure the number of antidoping tests remain in line with international averages.
The Unit will ensure that standards are in line with
international best practice.
In addition the Council is committed to meeting the
requirements of the Programme for Government within
the timeframe of the strategy.
The Council will report annually on progress against
these performance indicators.
It is important to state that the achievement of targets is
dependent on the resources available to the Council.
1. Participation targets are set for the medium to long
term. The key target figure is to increase the percentage
of the adult population participating in sport from 33%
to 45% by 2020.
There are a number of other areas of activity that the
Council will continue to monitor outcomes. The nature
of the activities means that the measures are more
qualitative that quantitative.
The
e Council will conttinue to produce quality research
h
each
h year.
2. The second target for adults is to reduce the numbers
who are sedentary from 18% to 13% by 2020.
The
e Council will conttinue to increa
ase
e awarene
ess of
its work.
3. The most relevant measure for the Council to increase
participation in children's sport and physical activity
have been set based on The Children's Sport Participation
and Physical Activity (CSPPA). They are the extra-school
targets. For primary children the aim is to increase the
percentage of children taking part at least once a week in
extra-school sport from 83% to 85% by 2015 and to reduce
the number of children who never take part from 11% to
10% over the same time period. For post primary children
the equivalent figures are to increase regular players
from 64% to 70% by 2015 and to reduce non-players from
34% to 20% by 2020.
The
e Nationall Trails Office will moniito
or usage level on
n
Irish
h trails.
The
e Council will conttinue to build keyy relation
nships
based on parrtne
ership
p.
The
e Council will main
ntain the
e high le
evel of
com
mpliance.
4. The national network of Sports Partnerships will
continue to measure activities and outputs through the
SPEAK Report. There are specific targets set with regard
to Information and Resources, Club Development Work,
Education and Training, Delivery of Local Projects, Linked
Initiatives and Local Networking.
5. The Council will work on the development of governing
bodies of sport so that they have the capacity to deliver
key strategic objectives. This will include the continued
rollout of the internal audit, governance support
and resource support (Tool Kit) programmes. Specific
commitments regarding governance have been made
in the strategy including on governance and dispute
resolution.
6. The Irish Sports Council agrees annual targets with
each Performance Director of the focus high performance
sports. These targets will continue to be published each
year for all international championships. Delivery of the
targets by the NGB and Performance Director will be
monitored by the Council on a continual basis.
ISC Statement of Strategy 2012-2014
PAGE 11
Irish Sports Council
Top Floor Block A
Westend Office Park
Blanchardstown
Dublin 15
Tel: + 353-1-8608800
Fax: + 353-1-8608880
Email: [email protected]
Website: www.irishsportscouncil.ie